Principles of Strategic Marketing Planning

  • Michael J. Baker


The issues to be addressed in Chapter 4 include:
  1. 1

    The relevance of strategic marketing planning (SMP) to organisations at different stages of their development.

  2. 2

    The evolution of management and planning systems.

  3. 3

    The formal definition of SMP.

  4. 4

    The nature of objectives and their formulation.

  5. 5

    The description of a framework for SMP.

  6. 6

    Identification of some key principles of SMP.

  7. 7

    The formulation of corporate strategy.

  8. 8

    Some criticisms of and obstacles to SMP.



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Notes and References

  1. 1.
    This summary, and many of the key concepts and ideas discussed in this chapter, draw heavily upon the work of the Arthur D. Little consulting organisation, which has long been in the forefront of developments in this field of corporate planning and management.Google Scholar
  2. 2.
    Robert H. Hayes and William J. Abernathy, ‘Managing our way to economic decline’, Harvard Business Review (July-August 1980).Google Scholar
  3. 3.
    Michael E. Porter, Competitive Strategy (New York: Free Press, 1980).Google Scholar
  4. 4.
    Lewis Gunn, teaching notes (University of Strathclyde 1991).Google Scholar
  5. 5.
    Douglas Brownlie, ‘Analytical Frameworks for Strategic Marketing Planning’, Chapter 11 in Marketing: Theory and Practice (London: Macmillan, 1983) 2nd edn. Michael J. Baker et al. See also D. F. Abell and J. S. Hammond, Strategic Marketing Planning (Englewood Cliffs, N.J.: Prentice-Hall, 1979).Google Scholar
  6. 6.
    M. H. B. McDonald, ‘The Theory and Practice of Marketing Planning for Industrial Goods in International Markets’, Ph.D. dissertation, Cranfield Institute of Technology (1982). this section borrows extensively on this source. The thesis was published as Marketing Plans (London: Heinemann, 1984).Google Scholar
  7. 7.
    Igor Ansoff, Corporate Strategy (Harmondsworth: Penguin, 1968).Google Scholar
  8. 8.
    Edward S. McKay, The Marketing Mystique (New York: American Management Association, 1972).Google Scholar
  9. 9.
    Peter Drucker, The Practice of Management (London: Heinemann, 1968).Google Scholar
  10. 10.
    Harvard Business Review (July-August 1960).Google Scholar
  11. 11.
    P. Drucker, ‘The Big Power of Little Ideas’, Harvard Business Review (May-June 1964).Google Scholar
  12. 12.
    Bernard Taylor, ‘Managing the Process of Corporate Development’, Long Range Planning (June 1976).Google Scholar
  13. 13.
    January-February 1986.Google Scholar
  14. 14.
    ‘The State of Strategic Thinking’ (23 May 1987).Google Scholar
  15. 15.
    See n. 6 above.Google Scholar
  16. 16.
    B. Charles Ames, ‘Trappings versus Substance in Industrial Marketing’, Harvard Business Review, (July-August 1970).Google Scholar
  17. 17.
    Thomas G. Marx, ‘Removing the Obstacles to Effective Strategic Planning’, Long Range Planning, 24 (August 1991).Google Scholar
  18. 18.
    F. Gluck, S. Kaufman and A. S. Walleck, ‘The Four Phases of Strategic Management’, The Journal of Business Strategy (Winter 1982).Google Scholar
  19. 19.
    31 December 1990.Google Scholar

Copyright information

© Michael J. Baker 1992

Authors and Affiliations

  • Michael J. Baker

There are no affiliations available

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